Caremark Thurrock

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a clear vision and values based on openness, equality, inclusion, and person-centred care. Leaders promoted values such as caring, trust, empathy, and respect, which were understood by staff and reflected in the way care was delivered.

Staff described a positive and supportive culture, with approachable leaders who encouraged open communication, learning, and wellbeing. People, relatives, and staff were encouraged to share feedback and contribute to service development. This helped create a culture focused on listening, continuous improvement, and delivering care that reflected people's needs, preferences, and choices.

The service was led by visible and approachable leaders who understood the needs of people using the service and the challenges associated with delivering care. Leaders demonstrated knowledge of people's experiences, service performance, and areas requiring improvement, and used this information to support ongoing service development.

Staff spoke positively about management and described leaders as supportive, responsive, and accessible. Staff told us they felt comfortable seeking advice and raising concerns and were confident these would be addressed appropriately. Leaders encouraged collaborative working and involved staff in discussions about service improvement and the delivery of person-centred care.

Managers maintained oversight of care quality through audits, observations, competency assessments, and support visits. Their involvement provided opportunities to support staff, monitor performance, and identify areas for improvement. This contributed to a positive culture where staff felt valued and supported to provide compassionate care.

The provider fostered a culture where staff felt able to speak up and their views were valued. Staff had access to a whistleblowing policy,supporting transparency and enabling staff to speak up without fear. Staff understood whistleblowing procedures and told us they would raise concerns if needed. They were confident managers would listen and take appropriate action.

Leaders encouraged feedback and discussion through supervision, team meetings, and regular communication. This helped to create an open and supportive culture.

The provider promoted an inclusive and fair culture that valued diversity and respected individual differences. Leaders described recruitment practices designed to attract a diverse workforce and ensure staff reflected the communities they served.

Staff told us they were treated with respect, felt valued in their roles, and were encouraged to contribute their views. Leaders considered the individual needs of staff and made reasonable adjustments where required to support their wellbeing and enable them to carry out their roles effectively. This helped create a positive working environment, supported staff wellbeing and retention, and contributed to the delivery of person-centred care.

The provider had governance arrangements in place to maintain oversight of the service, identify risks, and support continuous improvement. Leaders had recognised areas requiring improvement, including care planning, recruitment, medicines management, and quality assurance, and had taken action to address these.

A comprehensive improvement programme had strengthened oversight and accountability across the service. Although many of the changes were recent, evidence demonstrated a more structured approach to monitoring performance, responding to concerns, and driving improvement. This supported the delivery of safer and more effective care.

The provider recognised the importance of working in partnership with people, families, healthcare professionals, and other organisations to support positive outcomes. While professional involvement was limited for many people using the service, records showed staff worked with relevant agencies where required to help ensure care remained coordinated and responsive to changing needs.

Leaders understood the importance of developing effective partnerships and had recently contacted local hospice services to strengthen their approach to end-of-life care and future planning. We did not receive feedback from external professionals as part of this assessment.

Leaders promoted a culture of continuous learning and improvement. Information from audits, reviews, feedback, incidents, and day-to-day oversight was used to identify opportunities to improve the quality of care and support provided.

Where improvements were identified, leaders implemented actions and monitored progress to help ensure changes were embedded into practice. Examples included strengthening governance arrangements, enhancing staff competency processes, and introducing hydration initiatives to support people's wellbeing. These actions demonstrated a commitment to learning from experience and improving outcomes for people.

Staff told us they were encouraged to raise concerns, share ideas, and reflect on their practice. Leaders supported learning through supervision, staff discussions, and ongoing feedback, helping staff develop their skills and confidence. This contributed to a culture where improvement was valued, and people benefited from more responsive and effective care.